Lectured by Jiang Ruxiang
"True Execution" completely solves the top ten execution problems of Chinese enterprises
1. Bosses are always too busy and have no time, and subordinates are always idle No job
2. Middle management cadres have poor execution ability and lack of sense of responsibility, which makes their bosses very tired
3. The boss’s thinking changes too quickly, making subordinates miserable in execution.
4. After the system is introduced, it is always difficult to implement it, resulting in system deformation
5. There is often buck-passing between departments
6. How to forge An executive team
7. How to create an execution culture
8. What kind of talents are execution talents?
9. How to find, select and train the talents the company needs?
10. How to gain execution power from failure
If you implement an execution concept in this plan, your company's performance will increase by at least 20%
No Execution, everything is just talk! The key to "difficulty in execution" is the lack of a simple and practical management system!
Why "leaders have direction but no power, while those led have power but no direction"?
How to resolve this basic contradiction through "system execution"?
Why did what seemed like a sure-win decision go to waste due to poor execution?
How to implement the execution concept of “seriousness first, intelligence second”?
Why do your subordinates always lack responsibility and execution? How to develop execution-oriented talents who “put results first, reasons second”?
Why is your team lacking in talent but lack of energy? How to forge a regular army that can conquer a city without relying on any star employees?
Why did Vanke Group’s performance still increase by 40% within a few months when Wang Shi went to climb Mount Everest?
My business development goals for 2004 have been clearly formulated, but can they really be implemented to achieve the results I want?
Why do we put in 10 times more energy than planned, but often only get 10% of the planned results?
The main content of each part of "True Execution":
Part One: The Execution Secrets of Great Enterprises
The knowledge about execution: Faith is more important than interests; speed More important than perfection; victory is more important than fairness; results are more important than reasons
Eight-character policy for implementation: Seriousness first, cleverness second
Sixteen-character principle for implementation: Results Advance and retreat; lock the target and simply repeat!
The twenty-four-character strategy of execution: Determination first, success or failure second; Speed ??first, perfection second; Results first, reasons second
The "Three-Word Strategy" of execution culture "Be bold, be fast, be right
Part 2: The Wolf Principle: Leadership Philosophy for Creating a Strong Executive Team
First, endure hardships and endure hardships: Leaders must know how to grow from small to large. Big is a result-oriented process of sacrifice.
Second, the whole comes first: The biggest mission of a leader is to make employees hear that they have their own share in the company’s powerful voice.
Third, self-knowledge: Leaders who know how to focus on one point can make themselves a tiger in this area.
Fourth, go with the flow: Leaders always understand that times create heroes, not heroes.
Fifth, survive from desperate situations: Leaders understand that fighting spirit is inspired by blood.
Sixth, be the same on the outside: Leaders understand that professionalism means no mercy.
Seventh, know yourself and the enemy: Leaders understand that victory does not mean that they are strong, but that they are more attentive than their opponents.
Eighth, teach them to fish: Leaders will never focus on employees who are lagging behind, but on employees who perform well.
Ninth, team spirit: Leaders know how to respect and encourage other members to express themselves, and the entire group will become powerful and awesome.
Tenth, sustainability gene: Leaders understand that a culture that transcends interests is the core of a team's cohesion.
Part 3 Monkey Management: Seven Key Points for Effective Executive Managers
Responsibility is a monkey, and an eternal theme is always repeated in everyone's nature: avoidance of risks .
First, always keep the monkey on the shoulders of your subordinates
Second, let employees take care of their own monkeys
Third, never forget Where do monkeys come from?
Fourth, let subordinates raise monkeys as their own
Fifth, don’t let monkeys die from exhaustion
Sixth, monkeys We also need happiness
Seventh, inspection and guidance can make monkeys evolve
Part 4: The root cause of difficulty in execution: Nine execution mistakes often made by general managers
First, the pursuit of perfection: "I once gave up because I couldn't get 100, but the result was 0. Several successful experiences and setbacks told me: 0.1>0!"
Second, assessment A, reward B: “We announced that we should pay attention to performance and practical results, but we often rewarded those who are good at superficiality and opportunism.
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Third, only have your eyes on star employees: “If you only have your eyes on star employees, you will put the stars in a hostile environment, which will invisibly restrict their growth and hinder their ability to develop.” ”
Fourth, there is no competition for customers: “There will always be a group of people who will always have certain needs. You can always find opportunities to satisfy them. This is the strategy. Otherwise, both sides will suffer losses, and the price war is a typical competition without customers. ”
Fifth, Optimistic Quick Effect: “Those runners who run the fastest from the beginning (optimistic quick effect) are basically impossible to win in long-distance running. The winners must be those who leave enough room for difficulties. players. ”
Sixth, doing is more important than talking: “My business theory is to make everyone feel their contribution. This contribution can be seen, touched, and counted.” . "--Jack Welch
Seventh, never give up any opportunity: "If there is a project, first consider whether there is anyone to do it. If no one does it, you have to give up. This is a necessary condition. "--Liu Chuanzhi
Eighth, management is art: "The biggest test for a supervisor is not the supervisor's work effectiveness, but the employee's work effectiveness when the supervisor is away. "
Ninth, the way out is innovation: "Innovation is essentially a bet, and you are not qualified to bet at any time and under any conditions. ”--Motorola CEO Galvin
Part 5: Execution is a science of defeating opponents: Ten executive programs of the world’s outstanding companies
First, crises are created : “To be a great company, you must always approach your achievements with trepidation and walk on thin ice. "--Zhang Ruimin
Second, the ability to act is eliminated: "Your most important job is not to turn the worst employees into good performers, but to turn the good performers into the best. OK "--Welch
Third, whatever has been decided is right: "Even if the decision is wrong, we can make it right through execution instead of going back to discuss it. . "--Columbus
Fourth, people will not do what you want, they will only do what you check: "If you emphasize something, you will check it. If you don't check it, it means you don't pay attention. "--IBM President Gerstner
Fifth, no one will refuse to change, but everyone refuses to be changed: If you emphasize something, then develop habits to solve it."
--DELL President Dell
Sixth, fire politicians: "When the company transforms, nearly half of the management will not adapt to the new form. At this time, we must prevent them from becoming politicians. "--Liu Chuanzhi
Seventh, memo: "All our senior managers are promoted from within, but if you want to be promoted, you'd better learn to write first."
--P&G CEO Lafley
Eighth, set an example personally: "Nothing can tell everyone what the company's strategic priorities are better than the general manager's time schedule."
< p>Ninth, let the process speak: "Process is the only way to turn talking into doing." - Jiang RuxiangTenth, let the system solidify the problem and improve the result: "Put the solution to the problem By solidifying, the enterprise's execution capability can be transformed into the organization's execution capability. "--Jiang Ruxiang
Part 6: Strong execution is an independent system--4R execution system
R1. -Execution driving system: Set goals and break down planned tasks layer by layer. Implement annual plans into departments and specific actions.
R2-Executor Responsibility System (KPI): Clarify the responsibilities, rights and interests of each position, identify key performance (KPI) and propose a set of performance standards.
R3-The inspection system of execution results incorporates the action processes at all levels into the company's goal management system on the basis of facts and data through institutionalized inquiry meetings
R4-The inspection system of execution results The assessment system, through the performance assessment plan, links performance with salary to ensure more reward for more work, and promotes star employees and eliminates unqualified employees.